CHAPTER RESOURCE CENTER

Transcription

1 CHAPTER RESOURCE CENTER

2 FOREWORD The CCIM Institute Chapter Resource Center was developed to familiarize chapter leaders with activities and programs of the Institute, assist chapter officers with their duties and responsibilities and provide reference information, guidance and suggestions. Additions and/or corrections will be distributed periodically. Please make copies as necessary to ensure your chapter's leadership is well informed and up to date. The Center was designed to meet the needs of all chapters, with information easily adaptable to your specific situation. If additional assistance is needed, please contact the CCIM Institute s Membership Department. CCIM Institute Membership Department 430 North Michigan Avenue, #800 Chicago, IL / ext and 4504

3 TABLE OF CONTENTS PAGE CHAPTER LEADERSHIP Qualifications for Chapter Office Installation of Chapter Officers Chapter Board of Directors Establishing Goals Finances/Budget Role of the Chapter President Making Committee Appointments Selection of Chairpersons Selection of Committee Members Chapter Membership Meetings Role of the Chapter Vice President Chapter Past President Chapter Secretary Chapter Treasurer Chapter Officer Leadership Training Model Chapter Bylaws and Minimum Requirements CCIM Chapter Activity Report New Chapter Formation Incorporation of Chapters Insurance Coverage APPENDICES: A. Suggested Format for Installation of Chapter Officers B. Sample Chapter Operations Calendar C. Chapter Meeting Report Form D. Guidelines for Preserving Chapter Records E. Model Chapter Bylaws F. Official Charter Application Agreement G. Minimum Chapter Requirements H. CCIM Chapter Annual Activity Report I. Chapter Officer Information Form CHAPTER MEETINGS Schedules and Sites Parliamentary Procedures CHAPTER COMMITTEES Tips for Chairing a Committee Designation Promotion Committee Candidate Guidance Committee Membership Committee Education/Programs Committee Types of Meetings CCIM Curriculum /03

4 Nominating Committee Audit Committee APPENDICES A. Sample Press Release B. Membership Recruitment Letter C. Membership Renewal Letter D. New Member Welcome Letter E. Membership Retention Letter F. Membership Exit Survey FISCAL RESPONSIBILITIES Maintaining Books Setting up the Accounts Bank Reconciliations Journal Entries Meeting/Special Function Reporting Chapter's Obligation to Pay Federal Income Tax Chapter's Obligation to File an Information Return Auditing Recordkeeping CHAPTER SERVICES/PROGRAMS CI Scholarship Programs CI Gift Subscription Program President s Cup Award Chapter Past President Appreciation Plaque CCIM Designee Plaque CCIM Lapel Pins Chapter News Briefs APPENDICES: A. President s Cup Award Information B. Past President Appreciation Plaque Order Form C. CCIM Product Order Form D. CCIM Fulfillment Request Form CCIM ADMINISTRATION Institute Mission Statement/Long Range Plan CCIM Bylaws CI Governing Council Institute Committee Structure Chapter Activities Subcommittee Chapter Activities Workshops CCIM Institute Staff Schedule of National Meetings /03

5 CCIM REGIONAL/CHAPTER STRUCTURE CCIM Regions CCIM Chapters Chapter Affiliation Chapter Visitations Chapter Administrative Support Staff /03

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7 CHAPTER LEADERSHIP The strength of any organization rests with those individuals whose actions, decisions and policies most directly influence or are influenced by individual members. The CCIM Institute firmly believes chapters are an important part of its overall organization. It is the chapters that are most closely associated with the members. The chapter, primarily through its programs and activities, must develop and maintain an individual's interest and desire to participate. Key Chapter Personnel Board of Directors Chapter President Chapter Vice President Past President Committee Chairperson & members Secretary Treasurer Activity is the strength and measure of CCIM. Without an active program involving as many members as possible, no organization can grow, prosper and attain the objectives for which it was formed. The greatest opportunity for involving members exists at the chapter level. Association-level programs are not intended to replace or compete with local activity. On the contrary, they are designed to complement chapter activity and to provide models for chapter programs. QUALIFICATIONS FOR CHAPTER OFFICE The following sections outline responsibilities of primary elected officers (president, vice president, secretary and treasurer), and responsibilities for various appointed positions. Some of these positions have certain qualifications, such as accounting knowledge for the treasurer, or require specific facilities, such as access to clerical assistance for a chapter secretary. However, all chapter leaders (officers, directors, committee chairs and others) should possess certain personal qualifications. Often these are assumed and taken for granted. Desirable Qualifications for Chapter Office: Genuine dedication to the purposes of the organization Willingness to devote time and effort Ability to organize time and resources Ability to motivate others Sincere desire to participate and be actively involved 5/03 Chapter Leadership / 1.1

8 Desirable Qualifications for Chapter Office (con t): Ability to work effectively in a group Effective interpersonal communication Ability to deal with people on a personal basis as well as extend and accept criticism Other important considerations for chapter office are: Will the individual's employer approve of time and probable expense (i.e., travel) involved? Does the individual have a good attendance record at chapter meetings and a demonstrated willingness to accept chapter responsibilities through committee work? If a chapter has a policy of "progression through the chairs," each individual nominated for the initial position must possess the necessary qualifications not only for that office but also for all succeeding offices. INSTALLATION OF CHAPTER OFFICERS Installation of chapter officers should take place during the first chapter meeting of the year in which the officers will serve. The installation can take the form of a formal event (a dinner) or an informal one like a special membership meeting with refreshments. After the type of installation ceremony has been selected, chapters should decide who will conduct it. In addition to the outgoing chapter president, the chapter may consider inviting the regional vice president, president of the local commercial board and president of the Institute to participate in the ceremony. A suggested format for the installation of chapter officers can be found at the end of this section in Appendix 1A. CHAPTER BOARD OF DIRECTORS The governing body of each chapter is the Board of Directors. The success of every chapter program and activity is the responsibility of the Board of Directors. The Board of Directors is comprised of chapter officers and other members (directors, past presidents, committee chairs, etc.) in accordance with the individual chapter's bylaws. The Board of Directors is responsible for the management of the chapter's affairs and supervises all chapter property. It should meet regularly to carry out its responsibilities. Meetings should be Chapter Leadership / 1.2 5/03

9 scheduled in advance to assure maximum attendance. It is also the responsibility of the Board of Directors to determine the basic format and length of the general membership meetings. All members of the Board of Directors should be thoroughly familiar with the chapter's bylaws and the chapter's relationship to the national organization. ESTABLISHING GOALS The Board of Directors should clearly state chapter goals, both short term and long range, and make them available to the membership. Each chapter committee and activity should be established and/or continued on the basis of contribution to these goals. In order to take pride in accomplishment, evaluate progress and provide accountability, objectives must be measurable. Chapter members deserve to know what direction their leadership is moving and how they can contribute to the achievement of chapter goals. A copy of the Institute Long-Range Plan and Mission Statement is available on the CCIM Web site ( The Institute Long-Range Plan should be considered when adopting chapter goals and objectives. FINANCES/BUDGET At its first meeting of the year, preferably with the outgoing officers, the Chapter Board of Directors: Decides which officers will have the authority to sign checks. Checks usually carry a single signature, with two officers authorized to sign (dual signature is preferable). Reviews its banking relationship. The Board of Directors is responsible for selecting the bank where normal operating funds will be deposited (excess funds should be assigned to interest-bearing accounts.) Considerations include interest rate, withdrawal restrictions and FDIC insurance. The Board of Directors is also responsible for approving a budget for the year and establishing policies for management of chapter funds. A budget is essential for implementing a yearly program of service to the chapter membership. Handling of chapter funds is a trust and safeguards should be established that insure wise use of these funds. Chapters need a sound financial policy and an annual budget to achieve chapter goals. It is normal for a small committee to prepare the budget rather than the entire Board of Directors. The Budget Committee should involve at least the president, immediate past president, 5/03 Chapter Leadership / 1.3

10 treasurer and, in a transition year, the former treasurer. Establishment of objectives for the year must precede budget preparation. If the chapter publishes a newsletter, is planning to establish a scholarship, conducts an extensive membership campaign or put on a series of seminars, funds must be budgeted. A key concern when preparing the budget is chapter meetings. "Profit" from a chapter meeting should not be a windfall. It should be planned as part of the operating budget and/or an addition to chapter reserves. A careful estimate of meeting expenditures is needed along with an attendance estimate in order to establish appropriate registration fees. For cash flow purposes, it is essential to estimate the timing of receipts and expenditures as well as the amounts. Conservative budgets are high on expenses and low on income, though not to an extreme. An operating reserve should be included with its size dependent on the type of "cash emergencies" that can arise. Sample Steps for Developing a Budget 1. Fixed items of expense should be considered first when establishing a budget. Examination of historical financial records will clarify what expenses are relatively fixed. 2. The next step might be developing a "blue sky" expense budget--estimated expenses for achieving all chapter objectives considered for the next year. 3. Assuming fixed income will not offset these expenses, next consider how to generate additional income. How much can the market, normally your membership, bear? This may impose a ceiling on registration fees, publication prices and/or chapter dues. 4. The next step is to prioritize goals. Decide what activities the chapter can pursue with its resources. The Board of Directors is responsible for approving the expenditures of all chapter funds. A good budget frees the Board of Directors for more important work at its meetings, since the treasurer can be authorized to expend any funds that are included in the budget. The meeting minutes, however, must reflect authorization of all cash disbursements. The purpose of a non-profit organization like the CCIM Institute and its chapters is not to accumulate funds. All income, with the exception of operating reserves, should be employed in activities designed to benefit the membership and advance the profession. Accumulation of funds can endanger a non-profit organization's tax-exempt status unless specific purposes are Chapter Leadership / 1.4 5/03

11 stated why funds are being accumulated and when they will be used. CCIM is classified by the Internal Revenue Service as a 501 (c) (6) tax-exempt organization. individual state governments determine whether or not a CCIM chapter can be exempted from payment of state sales taxes. ROLE OF THE CHAPTER PRESIDENT A chapter, like any other organization, needs a good manager. The chapter president will be managing limited resources -- time, money and member involvement. An individual's nomination to presidency should be based on a record of accomplishments, a demonstrated interest in serving the organization and ability promote the chapter. The more people directly involved in the chapter the stronger the organization. Key Qualities strong leadership abilities, particularly in motivation and communication. accomplished public speaking skills. Since the president serves as the spokesperson for the chapter he/she should be an articulate speaker. ability to delegate authority to lessen management responsibility. motivational skills to assure participation of officers and members Primary Responsibilities chief executive officer of the chapter presides at all meetings of the chapter membership and the Board of Directors. typically appoints committee chairs and members. other responsibilities as assigned to the chapter president by the Board of Directors Advance Work With few exceptions, chapter officers serve calendar year terms. In many cases, there is a period of several months between election and installation. The presidents should take advantage of this time to prepare for their terms of office. During this time incoming chapter presidents should: Begin to identify what they want to accomplish (i.e., set goals and objectives.) Review existing programs and examine how they are meeting the needs of the chapter members. Tighten and streamline the original tentative objectives to a manageable few. Recognize you can't do it all. 5/03 Chapter Leadership / 1.5

12 Confer with predecessors; discuss positives and negatives of the previous year. Make sure all chapter officers have a copy of the current chapter bylaws and chapter leadership manual. Monitor the transition of the new chapter secretary and treasurer. Make sure all official documents and chapter possessions are turned over to the appropriate new officers (i.e., files, stationery, financial records, chapter banner, etc.). Make sure all officers and directors have a copy of the chapter operations calendar. Check the calendar carefully for any events that occur during the transition period and confirm that the responsibility for any action that needs to be taken has been clarified. MAKING COMMITTEE APPOINTMENTS Evaluating whether a committee is needed must precede committee appointments. What is its purpose? Can an individual perform the function more effectively? If a committee has fulfilled its purpose, it should be dissolved. Generally there will be two types of committees standing and special. Standing committees include nominating and audit. Special committees or task forces are often formed to: perform specific functions. study various issues. serve special interests of members. The primary concerns when appointing both standing and special committees include: Serving people Instructing members of their duties and objectives Commanding the respect of committee members Making sure their responsibilities are properly carried out Committees should be composed of people interested in the purpose. The size of a committee depends on the nature of responsibilities and interest in participation. However, small groups are generally more desirable. Large committees, although sometimes necessary for proper Chapter Leadership / 1.6 5/03

13 membership representation, can be unwieldy. When creating a large group, a small, wellorganized subcommittee should be appointed as a steering group to properly study the subject and present it to the full committee. Regardless of committee size and function, two rules should be followed to obtain desirable and complete results: 1. Instruct the committee as to what they should accomplish. Avoiding the responsibility of giving a charge to committees is a sure way to stifle activity. How can any group organize efforts and take pride in accomplishments if no goals or directions are provided? If you have no viable goal, why have a committee? Some "traditional" committees may no longer have a purpose and should be abolished. 2. Clearly specify due dates for programs or final reports and follow up on performance. The secret of chapter success is found in the functioning of committees. The best way to involve a maximum number of chapter members is through committee work. If a charge is presented to the committee, take care in making committee appointments. When people are chosen for their ability and interest, strong committees will result. In chapters with a small membership, it is practical to consolidate some committees. However, activities of consolidated committees should be reported separately under the designated committee headings. SELECTION OF CHAIRPERSONS Desirable Qualifications for Committee Chairs:: Willingness to devote time and effort Willingness to learn Experience/familiarity with subject area Interest in the specific task Enthusiasm Leadership (preside and lead discussion) Organizational ability/sense of direction or focus Although the president selects and appoints committee chairs, they usually discuss them with past presidents and other officers. 5/03 Chapter Leadership / 1.7

14 A chapter secretary, who has served for several years, can be valuable in selecting committee leaders since he/she has knowledge of the membership. Valuable suggestions can also be obtained from "retiring" committee members. SELECTION OF COMMITTEE MEMBERS The qualifications for committee members are much the same as those for a chairperson with perhaps one additional qualification ability to cooperate well with others. In appointing committee members, the president should consult with the appointed chair. This involvement lends "teamwork" to the committee. As mentioned above, committee work is an excellent way to involve chapter members. It is especially important to involve interested new members. Through committee contributions, chapter leaders can identify "new blood" with future potential for chapter office. Instruction of Committees: A successful and responsive chapter demands active committees. After appointing committee chairs and members, the president should: clearly define the duties of each committee. urge committees to begin work immediately. share suggestions received for new projects and/or additional committee activity with the appropriate committee chair. Assuring Committee Activity At every possible occasion, the president should acknowledge the service and accomplishments of chapter committees. Such recognition is often an inspiration to the committee members. Take every opportunity to thank people and give them credit -- their efforts are measures of your success. Occasionally a president will discover a committee is not functioning well. If this occurs, the president should: first, speak to the committee chair. arrange to attend the next committee meeting. try to determine the reason for lack of activity. suggest methods of correcting it. Chapter Leadership / 1.8 5/03

15 If there is no improvement and the chairperson and/or members remain inactive, do not hesitate to change committee personnel. Board of Directors Meetings The president's responsibilities for the Board of Directors meetings are twofold: To establish the agenda Serve as presiding officer He/she should work with the chapter secretary to draw up a tentative agenda based on the minutes of previous meetings and other information gathered. Solicit input from other officers and directors for additional topics, then develop the final agenda and adhere to it. At a minimum, the agenda should include the following: Call to order Roll call Reading/approval of minutes Officer reports Committee reports Special reports Old business New business Announcements Adjournment As presiding officer, the president must ensure the meeting is conducted in an orderly manner. He/she must be completely familiar with chapter bylaws and parliamentary procedure. 5/03 Chapter Leadership / 1.9

16 The success of your Board of Directors meeting depends on the president s ability to preside and guide the meeting to a definite conclusion. Some basic rules to follow: 1. Always start the meeting on time with a definite agenda. The whole purpose of an agenda is to save time and keep the meeting on course. Don't digress without good reason. 2. Get as many members of the Board of Directors involved as possible. Keep responses short and to the point. 3. Speak clearly. If you can't be heard, you can't exercise control. 4. Insist on order. Side conversations are rude and disruptive to a meeting and accomplish nothing. 5. Talk to the group, not to individuals. 6. Make sure each individual who takes the floor states his/her name and speaks clearly. If you suspect that some may not have heard the speaker, interrupt the individual and ask that the comments be repeated. 7. Summarize what the speaker has said if necessary to obtain a decision. 8. Stop aimless discussion by recommending committee study. 9. Retain control but don't stifle free comment. Invoke constructive criticism, disagreement or play "devils advocate" if necessary. Clarify issues so discussion is limited to the subject on the floor. 10. Don't argue with the individual who has the floor. Ask questions, but remember as presiding officer you are neutral. 11. If you have a comment, ask for the floor as a participant. 12. At the end of the meeting check to see if the Board of Directors feels particular subjects have been properly covered. Chapter Leadership / /03

17 CHAPTER MEMBERSHIP MEETINGS Chapter business should not be transacted at this meeting unless it requires action by the general membership. Most matters brought up from the floor at a chapter meeting should be referred by the president to the Board of Directors immediately and without debate. TIPS FOR PRESIDING OVER CHAPTER MEMBERSHIP MEETINGS Thorough preparation An effective president knows: exactly what he/she is going to do and when. handles each situation competently. knows beforehand the details of each announcement or report. has a complete schedule of the meeting. General tone of meeting The general spirit of a meeting is determined by the manner in which the president presides. The president should: maintain a position of dignity. conduct the meeting in a businesslike manner. create an atmosphere of authority, goodwill, courtesy and fair play. at all times maintain a non-partisan attitude. Self-effacement A president's administration is judged by chapter accomplishment rather than individual prominence. The president should avoid the appearance of monopolizing the initiative of the chapter. When the president wants the chapter to undertake something, it is often desirable to have it originate from a member. Promptness Announcements should be made as briefly as possible. The rulings of the chair must be prompt and decisive but should be made with tact and full consideration of the members involved. 5/03 Chapter Leadership / 1.11

18 Other Presidential Responsibilities Presidential Responsibilities Extend into the Following Areas: Chapter communication The chapter president is sent the majority of correspondence from CCIM Institute headquarters. He/she distributes information to the appropriate officers, committee chairs and entire membership when necessary. Represent the chapter at national meetings The chapter president should represent the chapter at the two annual meetings of the Institute. If the president is unable to attend these meetings, the vice president or another officer represents the chapter. Each chapter president is appointed as a member of the national Chapter Activities Committee This committee represents the chapter's voice in the administration of the Institute. Annual report to members The president should present a report on the "state of the chapter" to the membership annually. This report normally includes summaries of the chapter s accomplishments to date and goals for the future. As an aid to future officers, any other responsibilities given to the chapter president should be carefully documented. Documentation of these additional responsibilities should be updated continually, changing and adding responsibilities as they are assigned. ROLE OF THE CHAPTER VICE PRESIDENT As provided in most chapter bylaws, the basic responsibility of the chapter vice president is to perform the duties of the president in their absence. Should the president resign or be unable to complete the term of office, the vice president will assume that office. In many chapters the vice president is the next president; thus the term of vice president should be filled with activity. In these cases the vice president may be called president-elect. Some chapters may also opt for a first vice president and a second vice president to add another position of responsibility as a leadership training opportunity. Chapter Leadership / /03

19 In any event, the chapter vice presidents should be in close touch with all chapter activities. The president should also rely on these individuals to carry out many of the administrative functions. To insure the vice president's term is one of both contribution and learning, many chapters assign them specific responsibilities. This could include chairing committees, serving as newsletter editor or serving as an alternate to the national chapter activities committee. The chapter vice president receives a majority of correspondence sent to the chapter president from CCIM headquarters. This helps keep them informed with the requests made of the chapter president and remain aware of the types of responsibilities they will assume. CHAPTER PAST PRESIDENT Completion of the term as chapter president does not mean an end to responsibility. The past president: serves an essential advisory capacity and is usually included as a member of the chapter board of directors. has valuable experience to share regarding policies of the chapter and the Institute. knows the details of administering various activities. normally chairs the nominating committee. This individual must be aware of all chapter activities in order to identify potential candidates for chapter office. provides continuity to chapter leadership. Some chapters may wish to consider forming an advisory committee composed of active chapter past presidents. This group can meet on an as needed basis to counsel the Board of Directors on sensitive matters. Some chapters assign the duty of writing the chapter goals and objectives to a committee of past presidents. CHAPTER SECRETARY The chapter secretary is the focal point of all communications, both internal and external. The chapter secretary probably knows more about what is going on in the chapter than any other officer. Generally, the chapter secretary should: 5/03 Chapter Leadership / 1.13

20 keep all records conduct all correspondence submit various reports as required. The detailed outline of the responsibilities below emphasizes the significant role played by the chapter secretary. Individuals considered for this position should be aware of the magnitude of responsibilities before accepting. The chapter secretary must: have available secretarial assistance and the time and funds to attend all chapter Board of Directors meetings as well as membership meetings. be familiar with the responsibilities of other chapter officers and all chapter committees. Other chapter officers rely on the secretary to answer a variety of questions about members and activities. In view of the qualifications needed to fill this important position, some chapters chose to appoint the secretary rather than elect the individual. Considering the extent of the responsibilities, many chapters provide some type of compensation to the secretary. This is acceptable, as long as no legal or ethical conflicts exist. When a chapter officer receives compensation from the chapter, it is strongly recommended the person's status on the chapter Board of Directors be non-voting. As an alternative, several chapters retain a multi-association management firm or a staff member from their local board of REALTORS to perform the secretarial duties. Responsibilities Some of the responsibilities identified below may be assigned to other individuals or committees. However, in the absence of such delegation, the responsibility remains that of the chapter secretary. Chapter Leadership / /03

21 RESPONSIBILITIES OF THE CHAPTER SECRETARY Maintenance of personnel records The chapter secretary should keep a complete roster of the names, addresses and telephone numbers of all members of the chapter's Board of Directors; committee chairs and members; and officers of districts, if applicable. A meeting attendance record and information on chapter activities of each member should be maintained for the use of the nominating committee. Maintenance of the chapter roster. Responsibilities related to the Board of Directors Assist the president in preparing and distributing meeting agendas and notices to all members of the Board of Directors. Record minutes at these meetings and distribute them promptly. Direct copies of these minutes to the regional vice president, regional first vice president and Institute headquarters. Keep a record of Board members attendance at these meetings. Responsibilities related to Chapter meetings Prepare and mail meeting notices/ programs. Record minutes of business meetings and distribute as directed. Send a copy to the regional officers and Institute headquarters. Maintain attendance records/ registration lists. Submit chapter meeting report form after every meeting Correspondence Initiate all correspondence as directed by the Board of Directors and/or membership, including prompt notification to officers, nominees and committee members of their selection, nomination or appointment. Send welcome letters to new members, if not routinely handled by another individual or committee. 5/03 Chapter Leadership / 1.15

22 RESPONSIBILITIES OF THE CHAPTER SECRETARY Committee Activity Because of the unique position regarding the exchange of information and the membership roster, the secretary often serves on the membership promotion, newsletter, designation promotion and/or other committees. File Maintenance The chapter secretary should maintain a file of committee and other activity reports, minutes, lists of officers, recipients of awards, current chapter bylaws, programs and papers presented. Order and distribute supplies The secretary is the primary contact for basic supplies such as stationary and forms. Maintain possession of the chapter's physical property The secretary is responsible for items such as, the banner, office supplies and equipment, certificates and plaques. Institute headquarters and regional officers should be added to the mailing list for all chapter mailings such as newsletters and meeting announcements. Membership Records Computerized information on all CCIM members is available from headquarters to the chapter. The following reports are available from CCIM headquarters: Reports listing new members and dropped members. Reports listing all active CCIM candidates and designees. Reports listing the candidates course history. These documents help the chapter track how far along candidates are in the program and should be reviewed by the chapter president. They should then be forwarded to the chapter secretary and/or appropriate committee chair. The New Member Report was created to assist chapters in their recruiting efforts. The chapter Chapter Leadership / /03

23 president should contact the individuals listed on the new member report to encourage participation at the chapter level. It is also essential to contact national members who are not members of the chapter and find out why. Chapters can request a Dropped Member Report to assist in retention efforts of members who have withdrawn from CCIM Institute or the chapter. The report lists dropped individuals, including their reason for withdrawal. Those listed should be encouraged to reinstate their membership with CCIM or join or maintain their membership in the local chapter. It is the chapter president's responsibility to turn this list over to the chapter secretary for processing of records and updating of your membership database. Headquarters relies on chapters to provide current information, such as changes of address or title and notices of deaths. Chapter Meeting Reports A chapter meeting report form (Appendix 1C) is included in this manual. Chapter secretaries should copy and submit a completed report after each chapter membership meeting. The primary use of the completed form is for possible use in Commercial Investment Real Estate Magazine. Photographs and papers should accompany the form sent to CCIM headquarters. A copy of the completed report should also be sent to your regional officers. Chapter meeting reports should include: 1. A brief report on the meeting with short summaries of papers presented or topics covered. If papers are available, they should be sent with the reports. 2. Some arrangements should be made for pictures at all chapter meetings. Photographs should be maintained in the chapter files and a few prints should be sent with the chapter meeting report. It is suggested chapters also use photographs in the chapter's newsletters. 3. The names and titles of distinguished guests and speakers. 4. Information on new officers after meetings when elections are held. 5. All available information about forthcoming meetings should be included, i.e., dates and locations. 6. Highlights of actions taken at such as projects initiated and committees named. 7. Attendance figures. CHAPTER TREASURER 5/03 Chapter Leadership / 1.17

24 The chapter treasurer: must be familiar with basic bookkeeping procedures such as double entry bookkeeping and journal entries. is expected to attend each meeting of the chapter's Board of Directors. As with other chapter officers, the treasurer must have available time and employer support to perform the job effectively. In view of the special qualifications for this position, many chapters appoint rather than elect their treasurer. Several chapters have engaged a professional accountant and enrolled the individual as an affiliate or associate member of their local chapter. This practice is recommended if the chapter membership lacks an individual qualified to serve as treasurer. The following information regarding chapter finances and the chapter treasurer is provided in detail. Particular emphasis is placed on reporting and recordkeeping procedures. Assumption of Duties as Treasurer Recognizing the importance of maintaining accurate financial records, a smooth transition is essential. The incoming and outgoing treasurers should schedule a convenient meeting at which they can thoroughly review the operating procedures. The new treasurer should make sure the reconciled bank statement for the end of the year agrees with the book balance, which is the amount reported as the cash balance. (See section on Fiscal Responsibilities for details). The CCIM Institute is classified by the Internal Revenue Service as a 501 (c) (6) tax-exempt organization. This status applies to chapters as well, since they are considered a part of CCIM (the reporting agency). The Institute must adhere strictly to IRS requirements to protect this status and its privileges. Chapter Leadership / /03

25 Responsibilities RESPONSIBILITIES OF THE CHAPTER TREASURER All Chapter Funds The treasurer is responsible for the receipt, safekeeping and disbursement of all chapter funds. All funds shall be deposited in the name of the chapter in a bank account. Check Disbursements All significant disbursements must be made by check. The treasurer prepares a list of all cash disbursements, showing check number, date, payee and amount, with an explanation, where deemed appropriate, for approval by the chapter Board of Directors at its regular meetings. Recordkeeping The treasurer maintains complete records of all financial transactions of the chapter, preparing periodic financial reports and collecting any local dues. Reconciling Receipts Receipts from luncheon ticket sales, registrations and any social events the chapter may sponsor. While a committee chair may handle much of this, it remains the treasurer's responsibility to reconcile receipts with such things as attendance figures. In view of this accountability, the treasurer must work with the local committee to establish procedures for meeting receipts and expenses CHAPTER OFFICER LEADERSHIP TRAINING Each year, the CCIM Institute regions and chapters conduct Chapter Officer Leadership Training. This training is designed to update current and future chapter leaders on national policies and procedures as well as services and benefits available to them and their chapter from CCIM headquarters. The training normally includes CCIM staff members and national CCIM Institute leadership. 5/03 Chapter Leadership / 1.19

26 The program agenda includes: updates from leadership and staff on current national issues that affect the chapters and regions developing chapter goals and objectives for the upcoming year services available from CCIM headquarters roundtable s focusing on officer responsibilities including designation promotion, candidate guidance, membership, local delivery of CCIM courses and more networking and sharing of ideas and programs with other chapter leaders from your region and other CCIM regions. Chapter Officer Leadership Training funds cover the costs of: Sleeping accommodations for two individuals per chapter for one night (sharing of rooms is encouraged in order to allow as many to participate as possible) On-site food expenses for all attendees (dinner, lunch, breakfasts and breaks) Transportation costs for chapter leaders are NOT covered It is important to take advantage of this opportunity to benefit from the experiences of current and past chapter officers. If you have CCIMs who are going to be in leadership positions in the next few years, encourage them to attend. For more information, contact your regional officer or the Membership Department at the CCIM Institute headquarters. MODEL CHAPTER BYLAWS AND MINIMUM REQUIREMENTS The model chapter bylaws for CCIM chapters were designed to serve as a guide for chapters to use when developing their own bylaws. They cover such areas as chapter membership, dues and fees, chapter meetings, chapter officers, elections and committees. They are structured to give chapters flexibility. It is, however, recommended that a chapter generally follow the guidelines of the model bylaws closely to eliminate any conflicts. Chapters should review the model bylaws and compare them to their own bylaws. If a chapter cannot locate their bylaws, it is recommended the chapter adopt the model bylaws. Furthermore, all chapters are required to meet the chapter minimum requirements. (See Appendix 1G.) Chapter Leadership / /03

27 When proposing amendments to existing bylaws: First, the changes should be approved by two-thirds of the chapter's designee members. Then a copy of the old bylaws and proposed amendments (with the changes highlighted on both) must be submitted to the CCIM Institute headquarters and approved by an Institute member (the Executive Vice President). Ultimately, the Institute Regional Activities Committee and Board of Directors must also review and approve. This all must take place before the amendments can be adopted. A sample of the Model Chapter Bylaws is located in Appendix 1E. CCIM CHAPTER ACTIVITY REPORT In 1993, all CCIM chapters were required to re-charter with the CCIM Institute in order to maintain their status as an official CCIM chapter. With this came the obligation for each chapter to meet annual minimum requirements in order to maintain their chapter charter. A copy of these minimum requirements and the annual activity report are located in Appendices G and H. The CCIM Regional Activities Committee developed the activity report while the CCIM Chapter Activities Committee created the minimum requirements. The purpose is to verify annually compliance by CCIM chapters with minimum standards as required by all CCIM chapter bylaws. The requirements were established to ensure that all CCIM chapters were offering a minimum level of service to its chapter members. A chapter s charter may be revoked if the chapter is found to be in violation of the terms in Article 2, Section 3 of your chapter bylaws. The annual activity report is sent to all chapters at the beginning of each year with a deadline of February 1. The report summarizes the preceding calendar year. The new chapter president should work closely with their predecessor and chapter administrative support staff in completing the report. If there are any questions, contact your regional officer or the CCIM Membership staff. 5/03 Chapter Leadership / 1.21

28 NEW CHAPTER FORMATION PROCEDURES New CCIM chapters can be formed for two reasons: 1. Either there is no existing CCIM Chapter in an area and the members within that area desire one. 2. Due to increasing size, geographic location or changing market conditions within the jurisdiction of an existing CCIM chapter, certain members may request another chapter be created, either partially or completely within the jurisdiction of the existing one. In either case, it is important that the interested parties adhere carefully to the following procedures when considering formation of a new chapter. Steps for Chapter Formation in an Area Where No Chapter Exists When considering the formation of a new chapter: 1. First contact Institute headquarters to apprise them of your intent. You will be sent an Official Charter Application Agreement (See Appendix 1F). You must have 25 or more interested persons to form a local CCIM chapter. At least ten of these persons must be designees and the balance may be candidates. 2. After contacting the Institute, the interested members should hold an organizational meeting. All designees and candidates within the proposed chapter jurisdiction should be notified of the meeting well in advance. The purpose of this meeting is to elect officers and adopt chapter bylaws. The chapter bylaws you adopt should follow closely the model chapter bylaws developed by CCIM. (See Appendix 1E) 3. Following this first meeting, the chapter should forward to the Institute the names of officers, as well as a copy of their bylaws and Official Charter Application Agreement as approved by the chapter members. A typed list of all signatures on the chapter application should accompany the application. (Sample forms for listing the officers' names and an application for a charter are provided in Appendices F & I). Chapter Leadership / /03

29 4. Once all the required information has been submitted, the request for granting of a chapter charter is passed along to the Regional Activities Committee for their approval and recommendation to the Institute s Board of Directors. Steps for Chapter Formation in an Area Where a Chapter Already Exists The guidelines for formation of a new chapter in the jurisdiction of an existing chapter are more complicated. The existing chapter must be open to this suggestion since it is necessary for the chapter to relinquish part of its jurisdiction. Information must be supplied by the applicant group as well as by the existing chapter. After notifying the existing chapter and the Institute of their intent, the applicant group should: hold an organizational meeting for the purpose of considering the possibility of organizing a new chapter. notify the existing chapter in writing of the time and place of the meeting and may authorize the Institute to provide the names and labels of its members who have a place of business in the proposed jurisdiction. Upon receiving approval from the existing chapter releasing the portion of its jurisdiction that is affected, the following information should be submitted to the Institute: From the applicant group: 1. Minutes from the organizational meeting, including the date and place the meeting was held, the names of meeting attendees and their chapter affiliation. 2. The territory of the proposed jurisdiction with an accompanying map, clearly showing the boundaries of the proposed and contiguous chapters in contrasting colors. The documentation should include a detailed description of the territorial limits; the map should have definable boundaries such as county, parish, township, section lines, major city or county traffic materials and zip code boundaries. 3. A completed Official Charter Application Agreement (Appendix 1F) 4. A typed list of all signatures. There must be at least 25 with a minimum of 10 designees. 5/03 Chapter Leadership / 1.23

30 5. A statement of reasons for the proposed formation. 6. A statement of how the proposed new chapter would better serve the interests of both the membership and the Governing Council. 7. A statement of the number and location of the proposed meetings to be held annually. 8. The proposed chapter name, membership dues, chapter officers and committee chairmen. 9. A copy of the proposed chapter bylaws (See Appendix 1E). From the existing group: 1. In writing, the chapter must submit to CCIM Institute its approval to release a portion of its jurisdiction. The designee members of the existing chapter must vote to release that portion of the chapter's territory at a regular or special meeting as stated in the chapter bylaws. 2. Minutes from the meeting, including the date and place at which the vote took place, the names of those attending the meeting and their chapter affiliation. 3. Territory to be released with accompanying map clearly showing jurisdiction of proposed and contiguous chapters in contrasting colors. 4. Any proposed chapter name change (if applicable). 5. Any proposed new officers (if applicable). 6. A revised list of 25 chapter members. At least 10 of these must be designee members. Once the required information has been received, the request for granting a chapter charter, or changes in jurisdiction, is submitted to the Regional Activities Committee for its approval and recommendation to the Institute s Board of Directors. Chapter Leadership / /03

31 Chapter District Formation Any group of ten or more designee and candidate members of the chapter may petition the chapter's Board of Directors to form a district within the chapter. The Board of Directors may authorize the establishment of such groups by adopting a resolution, which provides for: its name approval of proposed bylaws the submission of period reports on its activities to the Board of Directors jurisdictional boundaries method of conducting its affairs the appointment of a temporary committee to arrange for the organizational meeting of the district In addition: The officers and majority of members of each district shall be members of the Institute. The chairman of each district shall serve as a non-voting member of the Board of Directors of the chapter. The Board of Directors shall not authorize districts to engage in activities that are inconsistent with the constitution of the Institute. INCORPORATION OF CHAPTERS Many chapters question whether they should become incorporated. Several feel if the chapter is small there is no need to incorporate. It is beneficial for large or active chapters to incorporate when their activities, financial obligations and undertakings are substantial. However, all chapters, both large and small, can benefit from incorporation because it allows the chapters to more conveniently undertake contractual commitments, establish financial accounts and otherwise act as a business organization. Other benefits of incorporation include: protecting chapter officers, members and the Institute from liability. This is a significant benefit of incorporation. It limits any liability, which may arise out of chapter activities to the chapter itself and shields individual members from personal liability for such actions. eliminating the need for the Institute to establish any financial reporting system to monitor the chapters' financial actions. keeping the CCIM Institute from becoming involved in exercising control over the day-today activities of each chapter. Under incorporation, each chapter is established as a notfor-profit corporation. 5/03 Chapter Leadership / 1.25

32 To begin the incorporation process, the state of incorporation must first be determined. Chapters may incorporate within their home state or in another state. Once the state of incorporation has been selected, Articles of Incorporation, which satisfy the legal requirements, must be submitted. The articles generally include the following: 1. The names of the incorporators of the corporation who will execute the articles. The required number and qualifications of incorporators vary from state to state. 2. The name of the corporation. (This will be your CCIM Chapter's Name) 3. The duration of the corporation, which is usually perpetual. 4. The principal or registered office and the registered agent of the corporation. 5. A statement that the incorporators intend to create the corporation and a statement setting forth the corporate purpose. The corporate purpose should be worded so the chapter can meet the requirements for tax-exempt status under Internal Revenue Code 501(c) (6). That section requires that the "chapter was organized to promote the common business interests of the members and to improve industry business conditions as a whole, rather than to provide particular services to individual members." It is extremely important that your statement is worded to include these points. Failure to do so can result in the Articles of Incorporation being returned. 6. The names and addresses of the initial Board of Directors. This Board will have the responsibility to initiate the corporate existence and operation. In particular, the initial Board adopts the bylaws, which will govern the corporation. Your particular state of incorporation may require further information to be included in the Articles of Incorporation. You should seek legal counsel to provide advice concerning all other requirements of state, corporate or income tax law. Once completed, the Articles of Incorporation should be delivered for filing to the appropriate state office, typically the Secretary of State's, along with the necessary filing fee. If the Articles conform to the law, the Secretary of State will issue a Certificate of Incorporation to the chapter, which usually is recorded in the county office where the corporation's principal office is located. If the chapter incorporates in a state other than its home state, typically it needs to register to Chapter Leadership / /03